Introduction to agile

I was CO-PMO for the recent PMConclave Dec 2012 event from PMI Mumbai Chapter. Theme of the event was "Delivering business results through agility". We had organised pre-conference "introduction to agile" sessions for all early bird registrants. This is the presentation that I had used.

Transcript of "Introduction to agile"

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What are we going to “discuss”? The need Birth of agile? Really!! What is agile? Or what does agility mean? How to achieve agility? Methodologies!? Is practicing a methodology enough? Does agile have any future? Or even present? Are you ready?

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Tushar Somaiya is a passionate professional coach who helps executives & teamsdiscover and unleash their true potential. He believes in a democratic organization& self-organizing teams. He calls himself a servant leader. Through hisNueroScience based coaching & consulting, he has helped projects andorganizations turn agile and become truly high performing teams.Tushar has 11 years of IT experience and over 5 years of agile experience.Currently he is working with ThoughtWorks, Pune. He is known for his fun-filled,hands-on interactive trainings & speeches at prestigious conferences. His blogshave been re-published on ScrumAlliance & PMHut. He is an active volunteer atScrumAlliance & PMI Mumbai Chapter.Tushar is a BCOM from Mumbai University. He is Results Certified Coach, CertifiedTransformational Coach, Certified Scrum Master, Certified Scrum Professional,Certified System Business Analysts & one of the first 500 PMI-Agile CertifiedProfessional.Tushar believes in being hands-on and working with the team on ground. He hasmanaged multi-million dollar projects for huge conglomerate clients like PCFC,Unilever & HSBC in fix bid as well as EDC/ODC TnM model.

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On Time And Budget? Construction of the line began in 1 March 2001[1] andpublic service commenced on 1 January 2004. The top operational speed of this train is 431 km/h (268mph), Faster than TGV in France Faster than the top speed of any Formula One car andMotoGp prototype. It cost $1.2 billion to build.[3]

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Success Or Failure? It is expensive - 50 yuan (US$5.40) for a one-way ticket The trains are 80% empty, making the servicecommercially non-viable Ticket revenue is only 100 million yuan a year, so it willtake lot many more years to break even Could not be linked to the Shanghai underground mass-transit system Doesnt really drop passengers off anywhere convenientand they still have to take a taxi to their destinations

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On Time And Budget? Production began in 1995 and was planned to bereleased in July 1997. Actually got released in Dec 1997 Filming Schedule was of 138 days but grew to 160 Spent $200 million. Went up a lot more than T2 & True Lies(7% or 8% of estimates) Absolute knowledge that the studio would lose $100m Crew even tried poisoning James

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Success Or Failure? An initial worldwide gross of over $1.84 billion, it was thefirst film to reach the billion-dollar mark A 3D version of the film, released on April 4, 2012 earnedan additional $343 million worldwide, which pushedTitanics worldwide total to $2.18 billion. It became thesecond film to pass the two-billion mark (the first beingAvatar) 4 Golden Globes, 14 Academy Award nominations andwon 11 and various other prestigious awards

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There Is No More Normal“Without exception, all ofmy biggest mistakesoccurred because Imoved too slowly.”--John Chambers, Cisco CEO,“He [Chambers] also radically changed theway he managed, turning a command-and-control hierarchy into a more democraticorganizational structure.”

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Thriving On FutureAgility is theability to createand respond tochange in orderto profit in aturbulentbusinessenvironment.

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“88% of executives cite organisationalagility as key to global success.”“50% say that agility is not only important,but a core differentiator.”Source: The Economist, Special Report on Agility, March 2009Agility is a Strategic Issue

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Waterfall50 %done?1970, Dr Winston Royce published “Managing the Development of LargeSoftware Systems”, where the waterfall is first documented! he said “Ibelieve in this concept, but the implementation described above isrisky and invites failure”

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What is Lean? The term "lean" was coined to describe Toyotas businessduring the late 1980s by a research team headed by JimWomack, Ph.D., at MITs International Motor VehicleProgram The core idea is to maximize customer value whileminimizing waste. Simply, lean means creating more value for customerswith fewer resources.http://www.lean.org/

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Lean Mindset - Purpose: What customer problems will the enterprise solveto achieve its own purpose of prospering? - Process: How will the organization assess each major valuestream to make sure each step is valuable, capable,available, adequate, flexible, and that all the steps arelinked by flow, pull, and leveling? - People: How can the organization ensure that everyimportant process has someone responsible for continuallyevaluating that value stream in terms of business purposeand lean process? How can everyone touching the valuestream be actively engaged in operating it correctly andcontinually improving it?http://www.lean.org/